Craig Groeschel

So what you want to do is, I call it being strategically absent.

When you're strategically absent, you're letting your organization mature, develop, you're letting good leaders solve the problems, and that is a very big part of organizational development.

Now, when do you keep altitude?

Let's talk about it.

You want to stay above things and stay out of them at least three different times.

One is when you're focused on bigger issues.

Occasionally, there's going to be a big problem.

There's a cultural problem.

There's an external problem.

There's something, and you've got to be focused on that.

So you're going to stay out of the details, and you're focused on bigger issues.

Secondly is when you have a leader that can handle it.

And you want them to.

Don't get in the way of that leader's job.

Don't get in the way of their development.

And they can often handle it better than you.

And if not at this point, maybe later, if you let them grow in their leadership.

The third time you want to stay above it is when you're developing other leaders.

You're just intentionally staying out of it.

You're looking on.